THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE

BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S.

GOVERNMENT POLICY

Voluntary - Public

Date: 1/15/2009
GAIN Report Number: IN1005

India
Post: New Delhi

The Retail Food Sector -

2009
Report Categories:
Retail Food Sector
Approved By:
Holly Higgins
Prepared By:
Amit Aradhey

Report Highlights:
The organized food retail sector in India is still at a nascent stage. Almost 99 percent of total food retail sales take place
in the unorganized sector comprised of small neighborhood stores. As several large Indian companies have started
investing in the food retail sector, there has been significant growth over the last five years. Notwithstanding the global
economic slowdown, large retailers see great potential for the future growth of this sector. With the growing middle
class, increasing urbanization, increasing investment to transform the food retail sector, increasing awareness of
international food products, and a growing number of restaurants and fast food chains, India is emerging as an expanding
market for U.S. high value agricultural products. However, U.S. food products still face considerable regulatory
challenges including incoherent phyto-sanitary rules, and onerous labeling requirements.

General Information:
Author Defined:
SECTION I. MARKET SUMMARY

GENERAL ECONOMY AND POLICY ENVIRONMENT:

India is ranked as the fifth largest economy in the world with the GDP estimated at $1.2 billion in Indian Fiscal
Year (IFY) 2008/09 (April-March) and growing by an average of over 9 percent over the last three fiscal years.

India has a population of over one billion, and a rapidly growing middle income population of over 300 million.

Indian consumers spend a large share of their income on food, with share of expenditures on food and beverages
estimated at 42.3 percent of total private consumption expenditure in IFY 2007/08.

Despite a global recession, India has managed to retain its position as one of the fastest growing economies in the world and
is likely to grow at 6.5 percent during IFY 2009/10. Foreign exchange reserves [1] as on November 20, 2009 were also up
by $47 billion over same period last year to $286 billion.

Foreign direct investment [2] (FDI) is currently prohibited in food retail except for single brand retail. The Government of
India (GOI) permits 100 percent foreign equity for cash and carry wholesale trading etc. For additional details on the GOI‟s
FDI policy, please see: http://dipp.nic.in/publications/fdi_policy_2006.pdf .

With growing middle-income consumers (>300 million), increasing urbanization, growing nuclear and dual-income
families, steady transformation of the food retail sector, an increased number of restaurants and fast food chains, and greater
exposure to international products, India remains an expanding market for U.S. high-value agricultural products.

SNAPSHOT: INDIA FOOD RETAIL SECTOR

AT Kearney, a consulting firm, ranked India as the most attractive country for retail investment, among the 30
emerging nations in its annual Global Retail Development Index (GRDI).

According to the global consumer confidence survey [3] done by Neilson, the consumer confidence index was
highest in India. Organized retailers are gradually moving back to business and are increasing their focus on
improving business models and backward linkages.

Table 1: Share of Food, Grocery and Beverage (FGB) Sales in the Total Retail Sales (billion dollar)

2003/04 2004/05 2005/06 2006/07 2007/08* 2008/09* Growth Rate

Retail Sales
#

IFY (April-March)
Total Retail Sales 235.7 246.1 271.6 321.9 360.5 407 12.3
FGB Retail Sales 161.1 160.5 176 203.1 225 252 10.2
Share of FGB in Total Sales 68.4 65.2 64.8 63.1 62.4 61.9
(%)
Organized Retail Sales 7.8 8.9 10.8 13.2 18 25 26.2
Organized FGB Retail Sales 1.1 1.2 1.4 1.7 2.3 3.2 23.8
Share of Organized FGB in 0.69 0.76 0.81 0.84 1.02 1.26
FGB (%)
Data Source: ICRIER Research and /* Post Analysis
# Compound Annual Growth Rate

The food retail sector is largely dominated by unorganized players (mom and pop stores /neighborhood stores (100-500
square feet floor area). The share of „organized‟ food, grocery, and beverage (FGB) retail sector in the total FGB retail
sector in small but has exhibited strong sales in last five years (Table 1). The share of „organized‟ FGB retail sales in fiscal
2008/09 was estimated at nearly one percent of the total FGB retail sales in India; but there is strong potential for future
growth and expansion. Most privately owned Indian supermarkets (which are basically large grocery stores and
convenience stores) are located in and around major cities with 3,000-6,000 square feet of floor space. However, in recent
years, larger discount stores/hypermarkets (with floor area of 25,000 –100,000 square feet) have come up across major
metropolitan cities, offering a range of value-added products and services to price-conscious middle income consumers.
Convenience stores at petrol/gas stations have also made a debut in larger cities.

Consumer Demographics

India has a large and growing middle class (>300 million). It also has a large and growing young population- the median
age of the population is about 24 years, and over 100 million Indians are in the 17-21 years age bracket. Assuming the
Indian economy grows at a real compound rate of 7.3 percent per annum from 2005 to 2025 [4] ; Indian income levels
would triple and the middle class population [5] would grow to an estimated 583 million people (128 million households)
by 2025. Furthermore, middle-income growth will spread beyond top-tier to middle tier and smaller cities. Average real
household disposable income will likely grow from Rs. 113,744 in 2005 to Rs. 318, 896 by 2025, a compound annual
growth rate of 5.3 percent. As the Indian household income rises, so would overall spending and consumption, making
India the fifth largest consumer market by 2025. The upcoming changes in the Indian consumer demographic will create
opportunities and challenges for companies doing business in India.

Consumer Food Purchasing Behavior

According to the National Sample Survey Organization (NSSO) report on household consumer expenditure in India, “Out
of every 100 rupee spent in 2006-07 by the average rural Indian on household consumption, 51 rupees was spent on food
and 49 rupees on non-food items”. Compared to rural Indian consumption, the average urban Indian devoted 39 rupees on
food, spending a smaller portion of household expenditure in every food category except „beverages, refreshments and
processed food‟ (Figure 1).
Figure 1: Share of Various Food Categories in the Consumer Food Basket

Source: The NSSO Report on Household Consumer Expenditure in India, 2006/07

Note: *-includes gram/chick pea
# includes purchased cooked meals
^ includes fuel, light, education, medical, taxes, footwear etc.

With India being a developing country, Indian consumers spend a larger share of their income on food. Consumption of
processed and ready-to-eat (RTE) or convenience foods is higher in urban areas because of relatively higher disposable
incomes, the convenience of saving time or exposure to western style food and international cuisines. Rural consumers
prefer basic (prepared at home) cereals and milk products and have limited access to fast foods or processed food. Demand
for specialty and high value foods, including imported, such as chocolates, almonds and other dried nuts, cakes and pastries,
exotic fruits, fruit juices, and Indian sweets peaks during the fall festive season, especially at Diwali - the festival of lights.
This is also the best time to introduce new-to-market food products in India.

With the penetration of organized retail outlets in suburbs, and semi-urban areas, more and more Indians are exposed to
organized retail shops. Given the fact that the rural population constitutes the largest segment of consumers (around 58-60
percent) some organized retailers are expanding to rural areas to tap the existing large consumer base.

A typical Indian household will make regular purchases of wheat flours, pulses, edible oils, ghee (clarified butter), spices
and condiments, pickles, noodles, snack food, jams and jellies, ketchup and sauces, several times per month. Indian
consumers traditionally purchase their daily fresh food (fruits, vegetables, milk, dairy products, meat and meat products)
needs from neighborhood stores / “mom and pop” stores (or karakas) because of convenience, perceived freshness, and
limited refrigeration and storage space at home. The growing population of consumer group like young professionals,
working women, and households with dual-income generally prefer making weekly/monthly purchases of food (involving
processed, ready-to-eat (RTE), and branded products) and grocery items from organized retail stores. Women do most of
the shopping and take decisions related to the purchase of food items.

Consumers in the upper-middle income sections of the population usually have domestic staff responsible for purchases and
food preparation. Most packaged food items are sold in small containers due to customers‟ limited purchasing power.
Organized Retail and Neighborhood Stores

There has already been a visible transformation in food retailing in urban areas with the entry of several major Indian
business houses setting up new hypermarkets, supermarkets, and convenience stores in major metropolitan cities and urban
centers across the country. The growth in the organized retail sector has been fueled by rising income levels, growing
middle incomes, increasing young population, a larger number of working women, increasing media penetration, and
expanding exposure to western lifestyles. With more and more urban consumers demanding an international shopping
experience, there has been a gradual shift from the „traditional‟ to the „organized‟ format of shopping.

Individual or family-owned neighborhood stores have a very wide network within the country. The entry of the organized
players has forced the traditional grocery shop owners to upgrade their operations. They are gradually reformatting their
operations by increasing floor space, and by introducing self-service formats, price discounts and other value-added
services. Given the personal and strong relationship with the local population, neighborhood stores will continue to flourish
as they adopt some of the innovative practices of more organized retail.

Strengths of neighborhood stores Strengths of organized retail stores

Convenient Location
Additional services like home-delivery and credit on purchase
Owners have a personal contact with their customers
Do not have adequate refrigeration and storage space. Customers
prefer buying perishable items as perishable inventories are
replaced on a daily basis
One stop shop for an extended assortment of
products (with various brands and private labels)
Feel good factor associated with clean, hygienic
and air-conditioned environment
Due to economies of scale, increased capacity to
offer discount schemes and conduct promotional
campaigns
Larger storage and refrigeration space

Import Food Market

The market for food imports has witnessed impressive growth since the 2001 liberalization, which removed of the
quantitative restrictions on imports of most food products. Earlier, imported foods were accessible to either ex-patriates or
to select groups with high disposable incomes and interest in international products. With the recent strong growth of the
Indian economy, a large number of upper-middle income customers can easily afford quality imported foods. These
segments of consumers have potential to drive the growth of imported foods in the Indian market. Additionally, around 50
percent of the Indian population is young (under the age of 25 years) and prefers buying or eating out quality convenience
and processed foods.

Imported foods are mainly procured by high-end grocery stores or organized retail stores and grocery stores catering to
primarily high end customers in the urban areas. The number of such stores is expected to increase further to at least two
percent of total food retail stores in the country. The share of imported foods in high-end stores or organized retail outlet is
not significant and generally varies from 2 to 10 percent. A variety of imported foods (given below) can be easily seen on
shelves of the organized retail stores.
 Confectionary items
Beverages (fruit juices, carbonated and alcoholic drinks)
Jams, jellies and marmalades
Dairy products and health foods
Biscuits, cookies and wafers
Processed fruits and vegetables
Soups, syrups and seasonings
Breakfast cereals
Fresh and dried fruits / nuts (apples, grapes, pears, citrus, prunes, almonds, pistachios etc.)
Cake mixes
Pasta and noodles

The majority of retail stores source various food products through importers (based in Delhi, Mumbai, Kolkata, and
Chennai) or through distributors. Some of the larger organized retailers also import food products directly. Dubai and
Singapore are the regional trading hubs for sourcing assorted consignments of imported food products, due to ability of the
consolidator/supplier to meet Indian importers requirements with low transaction costs. A share (perhaps as much as 30-35
percent) of imported food enters India through “gray” channels. Legitimate importers, who pay high import duties, face
stiff competition from this “gray” market trade. However, increasing trade liberalization, including declining tariffs and
adoption of a common value added taxation (VAT) system is likely to discourage “gray” trade over time.

Impediments to Imported Food Products

High tariffs on the majority of food items along with various non-tariff barriers continue to remain a bottleneck for import
growth. Import tariffs on most consumer food products range from 26 percent to 75 percent (effective or applied). Some
sensitive items like alcoholic beverages, poultry meat, raisins, rice, etc., attract much higher duties. Nonetheless, rising food
prices and domestic shortages have triggered the lowering of duties on some essential food items such as edible oils, wheat,
and sugar. Onerous labeling requirements and phyto-sanitary regulations, and ambiguous procedures for sampling and
testing of food products at the port of entry continue to hamper the imported food market.

Furthermore, the lack of adequate cold-chain infrastructure and transportation facilities hamper proper handling, storage and
transportation of the imported foods in the vast number of retail stores spread across the country. A large number of
importers depend upon third-party-logistics (TPL) companies to hire services for cold chain and transportation. Indian TPL
companies are limited and often lack resources to fulfill clients‟ expectations in terms of timely handling of consignments.
Due to a dearth of players in the logistics sector, maintaining an imported product‟s cold-chain integrity can be costly.

Marketing channels for the majority of imported foods also involve a lot of intermediaries, which push the final / retail cost
of the product to higher levels. Therefore, due to the factors stated above, effective supply chain management becomes a
challenge for retailers.

Advantages and Challenges Facing U.S. Food Products in India

 Advantages
Large and growing middle income consumers,
increasing urbanization, large working young
population
Increasing exposure to international products and
western lifestyle
A gradual transformation of the retail food sector
in the urban and rural areas
Consumer perception that U.S. food products are
safe and of high quality
Improved U.S.-India political relations
Challenges
Divergent food habits and preference for fresh and traditional foods
Indian food companies (including many multinational companies)
produce western style food products at competitive prices
Difficulties in accessing vast semi-urban and rural markets due to
infrastructure bottlenecks
High tariffs, dated food laws, and unscientific sanitary and phyto-
sanitary regulations
Inability of U.S. exporters to meet Indian importers‟ requirements
(mixed shipments, changing product specifications to conform to
Indian food laws, etc)

SECTION II. ROAD MAP FOR MARKET ENTRY

Entry Strategy

U.S. exporters should survey existing and potential markets for their products before initiating sales. Further, U.S.
exporters are advised to review the relevant FAS market report(s) (see Section V). A visit to India to gain a first-
hand feel of the Indian market, preferably coinciding with any major food shows, could be useful.

The successful introduction of a new product to India depends on good local representation and an effective pricing
strategy. The local representative should preferably be the importer or distributor. U.S. companies should avoid
the temptation to establish a relationship with an agent or a distributor merely because he/she is the most persistent
suitor. Consider the following before selecting an agent:

Determine through surveys who their potential customers are and where in India these customers are located.
Recognize that importer/agents with fewer clients and smaller set-ups often are more adaptable and committed than
those with large infrastructure and big reputations.
There may be a conflict of interest if the potential importer/agent handles similar product lines.
U.S. firms should evaluate all distributors‟ prospects, and thoroughly research the more promising ones. Check the
potential importer/agent‟s reputation through local industry/trade associations, potential clients, bankers, and other
foreign companies.

U.S. exporters interested in the Indian market should understand that every state in India has a different cuisine and
eating habits. One product may be preferable in one region and may not be accepted in the other. Therefore, a
thorough understanding of the market is a must before targeting new products for the Indian market.

Due to India‟s vast regional diversity it is common to appoint more than one representative to cover specified
regional markets.

Most Indian processed food importers prefer to:

 Purchase mixed containers with smaller quantities of individual products.
Seek exclusive agreements from exporters.
Use the services of freight consolidators to handle their orders from various exporters.

The key to success is to focus on a „reasonable‟ entry pricing strategy that is specifically targeted to the desired
consumer base. Indian consumers are price sensitive and demand for imported products, while growing, is not
immune to this tendency.

Potential exporters should be familiar with India‟s varied food laws. Some products and ingredients that are
approved in the U.S. or other countries are not necessarily approved in India.

MARKET STRUCTURE

Market Channels for Imported and Domestic Foods

The Indian market is unique in terms of different sourcing channels and number of intermediaries involved between the
importer and the retailer. An organized retailer may source an imported product directly through an exporter or through an
Indian importer or a distributor or directly from exporter/manufacturer. Several retailers (especially those with imported
products comprising less than 10 percent of their total food and grocery inventory) prefer to source imported food products
through importers and distributors. These particular food retailers do not allocate resources toward direct imports as they
lack economies of scale. However, some larger retailers who have specific sections of imported foods in their stores (or are
entirely focused on imported foods) source products directly.

Figure II: Market Channels in the Food Retail Sector

Unorganized stores source most products from the local market and usually do not feature imported food products.
However, several traditional outlets located in the up-market segments of metropolitan cities prefer to keep imported food
products to cater to the demand of upper-middle income consumers. Some traditional stores source imported food products
through the “gray” market due to higher margins, circumventing the high tariffs (20-30 percent compared to 4-15 percent
for local).
Organized sector (Hypermarkets, Supermarkets, Superstores, Convenience Stores)
Company Profiles
Retailer Name/
Outlet Type
Pantaloon Retail (India)
Ltd./Hypermarkets &
supermarkets
Spencer‟s Retail
Limited/Hypermarkets,
supermarkets &
convenience stores
Reliance Retail
(Hypermarkets,
Supermarkets and
convenience Stores)
Aditya Birla Retail Private
Limited / (Supermarkets
and hypermarkets)
Bharti Retail Private
Limited / Supermarkets &
convenience stores
Bharti Walmart [1] Private
Limited / Cash and Carry
Heritage Foods India
Limited / Dairy format
stores & rural retail stores
Metro Cash and Carry [2]
India/ Hypermarket
My Dollar Store /
Convenience stores
Hypercity Retail India
Limited/ Hypermarkets
Wadhawan Food Retail Pvt.
Ltd. / Mainly Convenience
Stores
Nilgiri‟s /Supermarkets &
convenience stores
Namdhari Agro Fresh Pvt.
Ltd./ Convenience Stores
Name of No. of
Ownership Purchasing Agent
Stores Outlets Locations
Food Bazaar Local (Future 163 Bangalore, Pune, New Mainly distributors;
Group) Delhi, Ahmedabad, directly from local
Hyderabad, Kolkata and manufacturers, and a few
other major metros, and importers.
larger cities.
Spencer‟s Local (RPG group) 380 Various cities in West Mainly distributors;
Bengal, Punjab, Uttar directly from local
Pradesh, New Delhi, West manufacturers and a few
Bengal, Maharashtra, importers
Gujarat, Tamil Nadu,
Karnataka, Andhra
Pradesh, and Kerala.
Reliance Local (Reliance 700+ Around 71 cities across Directly from local
Fresh and Industries Limited) India manufacturers, farmers,
others agents and importers,
along with direct imports.
More Local (Aditya Birla 643 Punjab, Mumbai, Delhi, Directly from farmers,
Group) Gurgaon, Noida, local manufacturers,
Rajasthan, Kolkata, agents, and mandies
Ahmedabad, Baroda, and (agricultural markets)
Surat
Easy Day Local, Bharti Group 31 Haryana (Kurukshetra, Directly from farmers,
Jagadhari, Faridabad), consolidators and agents /
Punjab (Ludhiana, distributors.
Hoshiarpur), Delhi, and
Ghaziabad
Best Price JV between Bharti 1 Punjab (Amritsar) Local suppliers and
Modern Enterprises and growers.
Wholesale Walmart
Heritage Local, (Heritage 1800 stores Various cities in Andhra Directly from farmers,
Group) in A.P. Pradesh, Karnataka, and consolidators, and
(rural retail Tamil Nadu agents/distributors.
stores) &
others
Metro Foreign (Metro AG 5 Bangalore, Hyderabad, Mainly local
Germany) Mumbai, and Kolkata manufacturers, and
importers
My Dollar Local (Franchisee of 13+ Mumbai, Noida, and New Mostly direct imports
Store My Dollar Store of Delhi etc.
the U.S. +in
collaboration with
the Future‟s Group)
Hypercity Local (K. Raheja 4 Mumbai, Jaipur Distributors; directly from
Group) local manufacturers, and
importers (including
direct imports)
Spinach, Local (Wadhawan 182 Delhi, Mumbai, Bangalore Distributors, directly from
Smart and Group) and other major cities local manufacturers and
Sabka Bazaar agents
Nilgiri‟s Local (Nilgiri‟s 88+ Major cities in the Mainly distributors;
Group) Southern states directly from few local
(Karnataka, Tamil Nadu, manufacturers and agents
Kerala and Andhra
Pradesh)
Namdhari‟s Local (Namdhari 21 Bangalore, Delhi, and Directly from local
Group) Ludhiana manufacturers, and
 importers
Godrej Agrovet Nature‟s Local (Godrej Agro 8 Mumbai Directly from farmers,
Limited/Convenience Basket vet Group) APMC mandies, and
Stores, Specialty Stores agents.
Big Apple Retail / Big Apple Local (Express 65 Delhi Directly from farmers,
Convenience Stores Retail Services Pvt. local manufacturers, and
Ltd.) distributors.
N Stores /Convenience N Store Local (N Stores 3 Bangalore Directly from local
Stores Retail Pvt. Ltd.) manufacturers and agents.
Shoprite/ Hypermarket Shoprite Local (Subsidiary of 1 Mumbai Distributors; directly from
Shoprite Group local manufacturers,
from South Africa) farmers, and importers,
along with direct imports
Aaadhar Aaadhar Local (70% Future 65+ Maharashtra, Punjab, Directly from input
Group + 30% Haryana, and Gujarat suppliers and farmers
Godrej Agro vet
Group)

Notes: The above information has been sourced from the industry sources or through the company websites. Therefore, USDA does NOT in any way endorse or guarantee the
accuracy of the information contained in the above table.

The organized retail sector in India which includes a mix of supermarkets, hypermarkets, discounted stores, malls, specialty
stores, convenience stores and departmental stores are dominated by large players like Reliance, Tata, Aditya Birla, ITC,
Future Group, RPG, Heritage, Metro Cash and Carry, Bharti, Bharti Wal-Mart (joint venture, cash and carry store). The
organized retail sector started from the southern states of the country in 1991 due to a large population of widely travelled
consumers and positive policies of the state governments. However, retailers have now spread their operations to other parts
of the country as well. Many retail players have also targeted semi-urban or rural areas for setting their retail stores. A few
closures and acquisitions were also seen in the retail sector in the past two years due to several financial and operational
constraints. Retailers have taken this phase in developing organized retail operation as a learning experience and are
restructuring their business models to ensure long-term sustenance and growth.

The organized retailers have various formats of retail stores (given below) usually classified by the category of store and
floor area-

Format Average Size (Sq. Ft.)

Hypermarkets 15,000 - 100,000
Supermarkets 5,000 – 15,000
Daily 2,000 – 5,000
Express < 2,000
Discount / Convenience Stores 1,000 -2,000
Specialty / Department Stores 800

However, there is a large variance in the categorization of these stores by area as retailers have different definitions for
various patterns of stores. An organized food retail store may exhibit up to 6,000 stock keeping units with margins ranging
between four to 30 percent depending on the type of products and the sourcing channel.

The Unorganized Retail Sector

The small “mom and pop” / neighborhood / kirana stores (which can occupy a 50 square meter area or less) still account for
a major share of the food and grocery sales in India. According to the industry sources, India is estimated to have more than
eight million neighborhood stores growing at the rate of five percent per annum and people shop here on a regular basis.
Shopping at these stores provides benefits in terms of easy reach, personalized services, extension of credit etc. but these
stores have limited assortment space.

SECTION III. COMPETITION

The biggest competition for imported foods in the Indian retail market is the local food industry which has an advantage of
low-cost labor and easy availability of raw material at reasonable prices. Many international food-processing and food
ingredient companies have set up their manufacturing base in India and are producing a wide range of processed foods and
beverages. The processed food products manufactured locally are price competitive as high tariff rates are applicable on the
majority of imported foods. There is no reliable data on imports of consumer food products for retail sale in India [8] .

The United States is a major supplier for apples, pears, grapes, some potato products, dried fruits like prunes, and nuts.
However, several South East Asian, Middle-East, and European countries are major competitors in other processed food
segments. Indian retailers highly value in-store promotions to highlight international food products.

SECTION IV. BEST PRODUCT PROSPECTS

Category I: Products Present in the Market That Have Good Sales Potential

Description Total Total 5-yr Avg Import Key Constraints Market Attractiveness for
imports imports Annual Tariff Over Market USA
(2007/08) (2007/08) Import Rate Development
value qty ('000) Growth (2009)
($ million) (percent)
POTATOES AND 6.44 5,995 17 Up to Competition from Preference for imported brands
POTATO PRODUCTS 36.13% domestic suppliers and and shortage of quality and
the EU and South Asia range of domestic products
ALMONDS 198.76 50,210 30 Rs. 100 Competition from High seasonal demand;
per kg Australia and increasing use; health
(shelled) Afghanistan consciousness
PISTACHIOS 50.55 7,777 18 31% Competition from Iran High seasonal demand;
and Afghanistan increasing use; health
consciousness
GRAPES, FRESH 5.07 2,723 66 31% Competition from Seasonal shortages and high
domestic and foreign prices; increasing interest in
suppliers like Australia quality fruits among India‟s
and Chile middle income consumers and
growing organized retail
APPLES, FRESH 52.96 58,401 48 52% Competition from Seasonal shortages and high
domestic and foreign prices; increasing interest in
suppliers like China, quality fruits among India‟s
Chile and New middle income consumers and
Zealand growing organized retail
PEARS AND QUINCES, 5.66 8,183 51 31% Competition from Seasonal shortages and high
FRESH China and South prices; increasing interest in
Africa diverse fruits among India‟s
middle income consumers and
growing organized retail
SUGAR 11.5 4,199 28 Up to Competition from Consumer preference for
CONFECTIONERY 74.60% domestic and foreign imported products/brands and
suppliers like China, shortage of quality domestic
Malaysia and other product
countries
COCOA and 20.3 5,793 35 56% Competition from Consumer preference for
CHOCOLATE domestic suppliers and imported products/brands and
PRODUCTS other suppliers, mainly shortage of quality domestic
China and South Asia product
PASTA 8.46 5,930 8 Up to Competition from Increasing popularity; growing
 36.136% Italian and domestic food processing sector
suppliers
FRUIT JUICES 16.83 11,394 24 36.13% to Competition from Increasing health awareness
41.49% nearby suppliers and among middle income
domestic production consumers and shortage of
local quality products
SAUCES, 11.4 8,065 71 36.136% Competition from Preference for imported
PREPARATIONS MIXED to domestic suppliers brands, growing fast food and
CONDIMENTS and 56.217% food processing sectors
SEASONINGS
BEVERAGES, SPIRITS 144 91,221 31 Up to High import duty; Growing consumption and
and VINEGAR 154.5% competition from other lack of domestic products
suppliers
Source: Director General of Commercial Intelligence and Statistics (DGCIS), Ministry of Commerce, GOI

Category II: Products Not Present in Significant Quantities with Good Sales Potential

Description Total Total 5-yr Avg Import Key Constraints Over Market Attractiveness for
imports imports Annual Tariff Market Development USA
(2007/08) (2007/08) Import Rate
value qty ('000) Growth
($ million)
PRUNES 0.21 232 18% 26% Competition from Iran Increasing demand as exotic and
a healthy snack
BISCUITS, 9.18 4,682 28% UPTO Competition from Preference for imported brands
WAFERS & 74.602% domestic suppliers and and shortage of quality domestic
OTHER SWEET the EU and South Asia products
SNACKS
JAMS & JELLY 1.55 617 16% 36% Competition from Preference for imported brands
domestic suppliers and and shortage of quality domestic
the EU and South Asia products
PET FOOD (DOGS 3.86 2,433 46% 21% Competition from Preference for imported brands,
& CATS) domestic suppliers and shortage of quality domestic
the EU and South Asia products and stringent import
protocol.
Source: Director General of Commercial Intelligence and Statistics (DGCIS), Ministry of Commerce, GOI

Category III: Products Not Present Because They Face Significant Barriers

Import of beef is banned in India due to religious concerns. In addition, the Government of India effectively prohibits the
imports of poultry, pork, sheep, and goat meat and meat products from the United States. Imports of alcoholic beverages
are also severely constrained by high import tariffs, local taxes, and by a complex licensing system of distribution and sales
in the local markets.

SECTION V: POST CONTACT AND FURTHER INFORMATION

The following reports may be of interest to US exporters interested in India. These, and related reports prepared by this
office, can be accessed via the FAS Home Page: www.fas.usda.gov by clicking on “Attaché Reports” and searching by the
report number.

Report Number Subject

IN9113 Food and Agricultural Import Regulations and Standards Report
IN7090 Export Certificate FAIRS Report
IN7033 Food Safety and Standards Act
IN7114 HRI Food Service Sector
IN8030 Food Processing Ingredients Sector
IN8075 Product Brief: Snack Food Market In India
IN8150 Product Brief: Indian Fresh Fruit Market
IN8144 Product Brief: The Indian Wine Market
IN8066 Product Brief: Hides and Skins

The Country Commercial Guide prepared by the Commercial Section of the US

Embassy will also be of interest to exporters. This can be accessed through
http://www.buyusa.gov/india/en/ccg.html.

Information on India‟s imports of selected food and agricultural products for a particular Indian fiscal year (April/March) by
countries can be accessed at: http://dgft.delhi.nic.in/ .

For additional information and guidance please contact:

Minister Counselor for Agricultural Affairs

Foreign Agricultural Service
Embassy of the United States of America
Chanakyapuri
New Delhi – 110 021
Phone: 91-11-24198000
Fax: 91-11-24198530
E-mail: agnewdelhi@usda.gov
[1]
According to weekly RBI supplement
[2]
The Ministry of Commerce and Industry in 2006 allowed FDI up to 51 percent (with prior government approval) for single brand retail trade. The
guidelines for FDI in retail trade of single brand products can be accessed at: http://siadipp.nic.in/policy/changes/pn3_2006.pdf .

[3]
Nielson Global Consumer Confidence Index, October, 2009
[4]
The „Bird of Gold‟: The rise of India‟s Consumer Market, May 2007, McKinsey Global Institute Study.

[5]
The middle-income segment, represented by “seekers” with real annual household disposable incomes of $4,380 to $10,940 (or $23,530 to $58,820 at
purchasing power parity or PPP) and “strivers” at $10,940 to $21,890 (or 58,820 to $117,650 at PPP).
[6]
Bharti Wal-Mart Pvt. Ltd. has launched a cash and carry store in Amritsar city of Punjab in May 2009.

[7]
Metro Cash & Carry and Wal-Mart have government permission for wholesale / cash & carry operations only.

[8]
Most consumer food products are imported in mixed consignments from transshipments points like Dubai/Singapore and are not appropriately identified by their country of
origin. Most of the transshipped mixed consignments are under-invoiced or falsely declared. Over 30-40% of the imported products are unaccounted as they come through
illegal channels. Consequently, official import statistics do not reflect the market accurately. Official Indian statistics are not sufficiently detailed to provide break-up of
consumer food items by product category for retail sales. Thereby, processed food items under chapters 20-22 include consumer food items imported for retail sales, HRI, and
for further processing.

[1]
Bharti Wal-Mart Pvt. Ltd. has launched a cash and carry store in Amritsar city of Punjab in May 2009.

[2]
Metro Cash & Carry and Wal-Mart have government permission for wholesale / cash & carry operations only.